In order to remain competitive, or even to survive, organizations must continuously adapt themselves to the turbulent changes in their respective environments. With the global competition becoming stiffer, the countries in South-East Asia now need to turn their attention to developing their Human Capital (HC). Over the years, many organizations have claimed that ‘people are our most valuable asset’ but there is a critical gap between the rhetoric and the reality.
To overcome this problem, organizations need to carry out a real Human Capital Transformation (HCT) programs that explicitly values HC, and focus on the key drivers of improved performance.
This requires transformational HC leaders to transform their HC for organizational transformations. The purpose of this program is to help participants (HC Leaders) to understand and to develop competencies of transformational HC leadership by reflecting on their current leadership skills and for effectively leading and transforming their organizations to achieve competitive advantage.
Although it cannot be denied that the management of people is becoming more critical in today’s globalized business environment. However, most organizations are still holding on to the perspective that HR activities cannot be measured as human activities are too subjective to be deemed relevant for measurement. On the other hand, organizations need to ensure that the entire organization is aligned and focused on the vision, mission, direction, goals, and objectives of the company. Therefore, many organizations have opted to adopt the Balanced Scorecard (BSC) to serve as a tool for helping the organization to manage the organization more effectively via the employ of relevant measures. Linked with the BSC is the concept of HR Scorecard which is focused on how to enhance the performance and management of HR capabilities.
Objective: The objective of the module is to provide HR Professionals with the tool to assess and evaluate the performance of the HR Department in order to provide the strategic impetus required for viewing HR as a strategic partner to management.
Delivery Methodologies: Facilitation, discussions, case studies, and practical exercises to assist in retentive learning
Brief Module Content:
Human capital accounting is the process of identifying and reporting investments made in the human capital of an organization that are presently unaccounted for in the conventional accounting practices. It is an extension of standard accounting principles but focuses on calculating the value of human capital investment and how to recoup these investments within a stipulated timeframe.
It is important for human capital specialists today to know and understand how to quantify the value of investment on the human capital in general, and the specific talent in particular in order to determine the returns from the talent and to decide whether it is worth to continuously invest in a specific talent of a group of human capital within the organization. Detailed accounting formula will be provided to help the learners determine the value, return, and subsequent investment decision on human capital.
The most pressing imperative for businesses and other organizations today is the quest for growth with the biggest challenge being the talent (including TE talents) and the leadership needed to secure and sustain such growth. But it’s not just about the people. It is about having the right people, in the right place, at the right time. Equally important, it is the entire organization acting in harmony to execute the strategies established for achieving critical results.
With a combination of individual and organizational components, understanding Talent Strategy and Organizational Alignment will help the human capital specialist to transform the organization by enabling the management team to engage people, ignite potential, overcome inertia, generate motion, enhance teamwork, coordinate action, and actually activate the organization’s planned strategies. Without such alignment, the Talent management initiatives will not bear fruition.
Managing talents in today’s VUCA world is already challenging enough for many organisations without having to take into consideration the multiple generations of talents working together under one roof. Today’s workplace is experiencing increased turmoil as the ongoing retirement of Baby Boomers and the advancement of Generation Xers to fill their positions is accelerating a transition to a younger generation of workers commonly referred to as Millennials or the Gen Yers. This group of Gen Yers have its own beliefs, values and assumptions about behavior in the workplace but lacks the real-world experience needed to move up the management ladder. Consequently, there now exist a potential talent gap that could leave organizations short-handed and vulnerable especially with regards to leadership talents. Therefore, it is imperative that business leaders and the human capital specialist in any organization understand how each of these different generation group works best in order to have a productive unified, focused, and aligned direction to achieve organization objectives.
Therefore, with at least three (3) generations of employees working together and with the Gen Z employees joining the workforce soon, cross generation talent management will become even more challenging, and thus, organizations and the human capital specialists need to be adept at managing across different generations
Managing people is the most difficult task for any organisations regardless of whether they are profit oriented or non-profit focused. The need to acquire talent is becoming even more challenging for organisations today as there is a scarcity of the right talent for every organisation. Acquiring the best talent for a role can serve as a competitive advantage for an organisation whereas ineffective recruitment and selection can result in enormous disruption, reduced productivity and performance, interpersonal difficulties and interruptions to operations, customer service and other associated costs.
On the other hand, although the talent acquisition strategy may be relevant and appropriate for the organisation, at times, when the selection is not effectively executed, it could still lead to “disaster” for the organisation as the wrong person is hired for the job. Putting the right talent for a specific job also lies on the organisation’s ability to effectively screen through potential candidates in order to select the most appropriate talent.
However, due to the scarcity of the right talent for the right job, many organisations are finding it increasingly difficult to source and attract these talents to the organisation. Consequently, organisations are increasingly turning to Employer Branding to build a talent attraction “brand” to ensure that the right talents are being acquired for the right job.
When organizations flounder within the global business environment, many begin to realize that the internal human capital pool is inadequately developed to meet the challenges of the millennium. This is because when the economy goes into recession, human capital development will often be required to take the back seat as the organization focuses on cost cutting measures. Unfortunately, such strategy will often lead to an even faster downward spiral for the organization as human capital development is even more crucial during recession. One of the oft-cited reasons for management and HR practitioners in general to shift the focus of the organization away from effective and relevant human development activities is the lack of assessment to provide evidence of the effectiveness and contribution of the human capital development endeavor. Consequently, HCD is not being given appropriate attention, thereby leading to a lack of talent pool for many organizations. A strong competency-based organization would be more appreciative of the value of HCD as the use of appropriate measuring and assessment tools can assist organizations in achieving more effective ways of recouping the investment in its development efforts.
Objective: The objective of the module is to provide the tools to HR Professionals to allow them to analyze performance gaps in order to facilitate the development of human capital as well as to provide the analyses and assessments needed to calculate the return on human capital development investments and to ensure that competencies are being effectively developed and applied on a daily basis to enhance and strengthen organization performance.
Delivery Methodologies: Facilitation, group discussions, hands-on analyses, calculations, design of appropriate assessment forms and tools.
Brief Module Content:
This course is specially designed for graduate research students who want to learn the proven principles and practices for planning, implementing, and operating a lasting enterprise. This course will clarify why some companies, like Disney, Boeing, Citicorp, Wal-Mart, 3M & Sony, continue to grow beyond 50 years, whereas the majority of enterprises fail in a short span of time.
This course relies heavily upon the land mark works of James C. Collins, and his books, Built to Last and Good to Great, which reveal the nature of innovation and the culture and longevity of the world's most successful organizations. This module covers six unique characteristics of world class companies and shows how organizations can cultivate them and achieve the same level of lasting performance.
Students will learn to refine their business by identifying its strength and weakness. They will learn to analyze the competitive landscape to find opportunities and identify aspects that can be improved before making the big leap! They will also learn from the world-class experts based upon extensive review of research and will develop a clear vision of where they want their companies to be in ten and twenty-five years.
The objective of the module is to provide HR Professionals with the knowledge and skills required to design and implement KRAs (Key Result Areas) and KPIs (Key Performance Indicator) to manage individual performances in the organization.
Delivery Methodologies: Facilitation, discussions and experiential learning.
Brief Module Content: